| In an earlier article we defined accountability as | | | | So, the standard of accountability must rely on |
| being answerable for your actions or lack of | | | | something other than external control. Experts |
| actions. It's doing what you say you will do...doing | | | | have noted that organizational success happens |
| what you have agreed to do, even when it | | | | when all staff are focused on the same goal. But |
| means going outside of your comfort zone. It is a | | | | how does this happen? First of all, everyone |
| serious matter because without systematic | | | | needs to hear what the organization's mission, |
| accountability in an organization there is little | | | | vision and goals are...and hear about it repeatedly. |
| chance of high performance. | | | | This necessitates a lot of interaction between |
| What happens where there is a lack of | | | | management and line staff. The second part of |
| accountability? Nonperformers thrive while the | | | | these conversations includes a specific plan for |
| diligent staff picks up the slack. The stress level | | | | everyone in the organization to follow in order |
| rises, communication drops and territorialism is | | | | that their piece of meeting the organizational |
| rampant. | | | | objective is followed. Everyone from top to |
| How does an organization go about creating a | | | | bottom should feel like they own an important |
| culture of accountability where everyone agrees | | | | piece of the process in order for the |
| to work together for the good of the | | | | organization's overall goal to be achieved. They |
| organization and actually does so. The culture of a | | | | should see that their job and the way it is done |
| company takes on an element of accountability | | | | makes a difference. This awareness should guide |
| when employees are self-motivated to contribute | | | | their work behavior from one hour to the next. |
| to the overall success of the company. | | | | Company leaders need to help everyone see |
| Throughout history however there have been | | | | what specific behaviors will lead to the company |
| many examples of companies that relied on | | | | realizing its goals and which ones will reduce the |
| threats and intimidation in order to assure | | | | possibility of that happening. When achieving the |
| accountability. This works so long as the | | | | company's goal becomes important to the |
| supervisor is always present with a gun to | | | | employee so that it drives specific behavior, |
| everyone's head to assure compliance. When the | | | | accountability levels tend to be very high and |
| overseer turns his/her back however, the | | | | remain so on a consistent basis. Finally, employees |
| employee's behavior may revert to something | | | | need regular feedback about how the company is |
| less than accountable. This kind of work | | | | doing and about the importance of their efforts |
| environment fosters an adversarial relationship | | | | to organizational success. When success is not |
| between management and line workers where | | | | achieved, leaders need to search for systemic |
| the best case is that line workers will only do the | | | | reasons why rather than look for some employee |
| minimum level of production in order to avoid | | | | to blame. Success on the other hand needs to be |
| getting fired. | | | | recognized, celebrated and rewarded. |